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Total Talent Management

The Total Talent Management (TTM) report is available to both members and non-members. Generally members are given exclusive access to Staffing Industry Analysts research reports, however due to the importance of TTM as a new workforce phenomenon, we are allowing access to everyone. 

  • Talent is about Employees, and Much More. To get work done, organizations use employed workers, many different types of non-employed workers, and robots. The median usage of non-employed workers is 16%. For the heaviest users, nearly half their talent comes from non-employed workers.
  • The Time is Right for a “Total Talent Management” (TTM) Approach. ERE and SIA believe this holistic and proactive approach to talent acquisition and talent management will help organizations better address their most pressing workforce challenges, especially in today’s more complex workforce/ business environment.But Widespread TTM Adoption is Not in the Near Future. In our research we found that, surprisingly, many aren’t yet interested in taking a “Total Talent Management” approach. And even if they are interested, overwhelmingly they are not prepared to do so.
  • Organizations Don’t Understand their Employees. Less than half understand employees’ motivation, skills, and productivity. And remarkably, 20% to 30% of organizations don’t know how many workers they have, the number of open positions, tenure, or total labor costs.
  • And They Really Don’t Understand their Non-Employed Workers. The overall “visibility” into motivation, skills, productivity, costs, etc. of non-employed workers is about two-thirds as for employees.
  • Apparently Unmotivated Talent is OK. Only 10% to 20% make significant efforts to motivate their non-employed workers. For that matter, only about half try hard to motivate employees. And while organizations generally believe they should be trying harder to motivate employees, they’re more indifferent about motivating non-employed workers.
  • Decision-Making about the Type of Talent to Use is Decentralized. Most organizations let managers make this decision with either little guidance or based on broad policies. We think this is likely to reinforce the status quo rather than result in a strategic resourcing decision.
  • Organizations Face Many Barriers to Seeing the Big Talent Picture. Organizations are challenged to being able to see, in one view, what’s happening with ALL their talent (employees and non-employed workers). Barriers include conflicting department priorities, inconsistent operating processes, inadequate systems, and more.
  • And Senior Management is Split on the Importance of Seeing the Big Talent Picture. While slightly over half of organizations (54%) want to see a ‘combined view’ of talent (employees and non-employed workers) in nearly half of organizations (46%), the perception is that HR and Executive leadership are indifferent or not interested. 
  • Suppliers seem more TTM-oriented than their Clients. A number of suppliers are actively preparing their products/services to support a TTM approach, and yet they are even more concerned about the barriers their clients face to implement such an approach.
  • HR Leaders Should Drive the Evolution to a TTM Approach. This is about talent, so HR should take the lead. But it will likely take a different type of HR function – with a different DNA – to really make this happen. For those that can develop that DNA, there are attractive competitive advantages to be gained in the ongoing war for talent. To support organizations develop the capability to execute TTM, we offer a Talent Management Continuum defining six levels for organizations to measure their progress.

To download the full report, please click below:

To watch a video summary of the report, click below:

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